WORK DISCIPLINE

TOGETHER4INTEGRITY

FOLLOW

THE RULES

ŠKODA AUTO INFORMS ITS

EMPLOYEES TRANSPARENTLY ABOUT

SANCTIONS APPLICABLE TO A

BREACH OF WORK DISCIPLINE

C

ompany management acknowledges

the necessity to speak openly, even in

cases relating to a breach of work discipline.

While adherence to laws, internal regulations

and rules are of the highest priority, the car­

maker believes that publishing such instanc­

es positively influences the corporate culture.

In so doing, transparent information will be

provided to the employees, and errors caused

by them will be avoided, as will a subsequent

penalty, which, in the most serious cases, may

lead to the termination of employment. In cas­

es like these, every employee needs to under­

stand that the regulations they are breaking

have been derived from laws that apply to their

job (“breach of work discipline”) and take full

responsibility for his or her conduct. In order to

avoid such collisions and be sure you are not

violating work discipline, familiarise yourself

with the rules that apply at ­ŠKODA AUTO by

looking through the following documents:

Work Regulations

The employer’s internal regulations define em­

ployees’ rights and obligations in accordance

with the Labour Code and other regulations.

Code of Conduct

A summary of the rules of conduct for all em­

ployees that underscores honest and ethical

behaviour in compliance with the principles

of integrity and the company values.

Integrity, compliance and corporate culture

Other documents, as well as ŠKODA ­M obil

articles, will give you information on how

ŠKODA AUTO supports integrity, compliance

and desirable conduct.

Whistle­‑blower system

There is a comprehensive whistle­‑blower system

in place in the company. If you have any proof

that legal or internal regulations have been violat­

ed by an employee, contact one of the designated

offices. Their list, along with all the documents

mentioned above, is available on the Employee

Portal under Governance, Risk & Compliance or

Labour law, Collective agreement. RED

COMPARISON

IN NUMBERS

Current statistics of breach of work discipline

at ŠKODA AUTO a.s. for fourth quarter 2018:

282 cases of breach of work discipline in total

25 of them led to employment termination

(9 % of cases of work discipline violation led to

employment termination)

Long-term statistics:

11 % of cases of work discipline violation led to

employment termination

Cases of employment termination in Q4 2018:

15× unjustified absence

6× alcohol/drug abuse

4× attack on employer property

Long-term statistics and most frequent causes:

1. unjustified absence

2. alcohol/drug abuse

3. attack on employer property

4. occupational health and safety breach

5. violence (threats, physical assaults)

6. refusal to perform work

4

ŠKODA MOBIL FEBRUARY 2019

CREATIVE DISCUSSION

AND EVALUATION

UNTIL THE END OF MARCH, MANAGERS AND EMPLOYEES

WILL BE CONDUCTING TEAM DIALOGUES

T

he integration of the VW Essentials,

which comprise the basic values

and company culture of all brands

and companies, has moved on to another

stage. VW Essentials and the way every­

one should work and communicate will be

the focus of debates as part of Team dia­

logues. What is their goal? To evaluate

and elaborate on where the team current­

ly stands and how it works and to identi­

fy any space for improvement or change.

How do you understand the individu­

al VW ­E ssentials? What do you connect

them to? What are your expectations and

wishes? These questions are often asked

at the roughly 30-minute meetings between

employees and their managers. Participat­

ing in a Team dialogue is a commitment

for all organisational units and a prerequi­

site for creating measures when discuss­

ing the results of the Stimmungsbarome­

ter, which follows the Team dialogue.

Conducting a Team dialogue

Primarily, it focuses on clarifying the ra­

tionale behind the Group values and every

employee’s understanding of them. The

goal of the discussion is also to ensure

that the employees actually do follow them.

Another important output is gaining new used to create the so­‑called “Essentials in­

ideas for changes. On a prepared post­ dicator”, which allows the team to find out

er, team members use markers or stick­ how successfully they have been maintain­

ers (“Essentials indicator”, bottom left) to ing them. If the team’s answers drop under

demonstrate their belief in the extent to a specified level, the manager and their team

which the values are ac­

must talk through the results

tually asserted in every­

of the indicator and come up

In the Team dialogues,

day life. Every participant

with ideas for changes re­

you can decide yourself

in the dialogue assigns

corded during the Team di­

whether to assign

one sticker to each value,

alogue. The employee dis­

points anonymously or

which signifies a percent­

cussion should yield at least

publicly in front of the

age. The indicator that an­

one specific improvement

whole team. Information

measure. The team’s com­

swers the question “To

on the vote remains

what extent do we follow

pletion of the process must

within the team.

be recorded and confirmed

these values?” requires the

using the Measures tool in

team to discuss concrete

instances from their work life and express the Stimmungsbarometer app. However, in­

their expectations and needs. Afterwards, formation on the vote and specificities of the

working with their manager, they come up dialogue is neither saved nor published. All

with a specific and affirmative definition to of that remains inside the team.

be put on the so­‑called moderation cards.

Team dialogues are one of the important

tools that help to create the VW Group’s cor­

Mood indicator

porate culture, which is rooted in employ­

Once the Team dialogue has concluded, ees’ mutual respect and honesty. Construc­

the manager and the team analyse the results tive and productive criticism is more than

of answers submitted in the regular Stim­ healthy and allows one to learn from mis­

mungsbarometer assessment. The survey takes and rectify one’s behaviour. Ultimate­

also contains questions related to the seven ly, this should be the goal of every ŠKODA

VW Essentials. The employees’ answers are AUTO employee. ŠTĚPÁN VORLÍČEK